1. PERSONNEL MANAGEMENT
- IES MCRC,
Bandra.

2. The Personnel Function in our organization
- Lecture 1

3. Syllabus The Personnel Function in our organization
Recruitment, Induction, Placement & Development, Personnel Budget
Personnel Policies & Standing orders
Absenteeism, Personnel Turnover & Problem of indiscipline
Transfers, Promotions & Voluntary retirements
Compensation Plans - Perquisites & Bonus
Job status, Grade & Salary & wage structure – Out fore, Measure
Morale studies & Personnel Research

4. Books
HRM – K. Aswathappa
Personnel Management – Edwin Flippo

5. Opening Case
Develop a case study, where an individual after an elaborate selection procedure, tenders in his resignation after the first month. Form groups of 6 members, discuss & present your findings for the following points.
What could the reasons be?
How could the HR Department have interviewed?
How would the management fill the gap and justify the “episode”?

6. The Personnel Function in our organization
Definition of Personnel Management
The Role of the Personnel Manager
Challenges of Modern Personnel Management
Approaches to Personnel Management
Organizing the Personnel Unit
Planning the Personnel Program
Controlling the Personnel Unit

7. PERSONNEL MANAGEMENT - Definition
Personnel Management is the
Planning,
Organizing,
Directing and
Controlling
Of the
Procurement, Development,
Compensation, Integration,
Maintenance & Separation
Of human resources to the end that individual, organizational, and societal objectives are accomplished.

8. The Role of the Personnel Manager
The Personnel Manager has Exclusive responsibility of –
Personnel records,
Insurance Benefits administration
Unemployment compensation administration
Personnel Research
The Heart of a Personnel Programme itself requires considerable coordination, as well as coordination with units in the remainder of the organization.

9. Challenges of Modern Personnel Management
Changing Mix of the Work force
Changing Personal Values of the Work force
Changing expectations of citizen-employees
Changing levels of productivity
Changing demands of government

10. Changing Mix of the workforce.
Increased numbers of minority members entering occupations requiring greater skills.
Increasing levels of formal education for the entire work force.
More female employees.
More married female employees.
More working mothers.
A steadily increasing majority of white-collar employees in place of the blue-collar.

11. Changing Personal Values of the Work Force
Better morale
Better fit of work time to the employee’s “body clock”
Improving handling of fluctuating workloads
Increased customer service
Reduced employee absenteeism
Reduced turnover

12. Challenges of Modern Personnel Management …contd.
Changing Expectations of Citizen-Employees
Freedom of Speech
Right to privacy
Changing Levels of Productivity
Numerous laws
Increase in new numbers of employees
Adversial relations with labour unions
Changing Demands of Government
In procurement, development, compensation, integration, maintenance and separation.

13. Approaches to Personnel Management
Mechanical Approach
Paternalism
Social System

14. Mechanical Approach toward Personnel
Labour must be classified with capital and land.
Personnel are controllable, predictable, and interchangeable.
Techniques such as time study, incentive wages were introduced.
Problems incurred were
Loss of jobs through development of new machines or work techniques
Decreased economic security leading to formation of labour organizations
Labour organizations grew at a very slow pace
Decreased pride in work

15. Paternalism Management must assume a Toward employees.
fatherly and
protective attitude
Toward employees.
Activities such as
Company stores
Company homes and
Recreational facilities
were started

16. Social System
The firm is viewed as a complex central system operating within a complex environment which can be termed as “outer-extended system”
The central system cannot be closed & directed in a mechanistic fashion.
Options are available to central system members with the aid of labour unions, government, and various public groups.

17. Organizing the Personnel Unit
Bases of Departmentation
Procurement (employment)
Development (training)
Compensation (wage & salary administration)
Integration (labor relations)
Maintenance (safety)
Separation (employee services, retirement)

18. Organizing the Personnel Unit
Line & Personnel Staff relationships
Line person may Advise and not Command or Order
Staff relationship is of Service
Staff advice compels the line person only to listen & not accept or follow advice
Staff should be able to give truthful advice to superiors without fear of losing their jobs

19. Planning the Personnel Programme
Planning is determination of anything in advance of action.
Decision Making
Programmes and Policies
The Computer and Personnel
Standards

20. Decision Making Recognize & define a problem that calls for action
Determine possible alternative solutions
Collect and analyze facts bearing upon the problem.
Decide on a solution

21. Programmes and Policies – In 4 areas
Designing enriched jobs
The ease with which it can be implemented in the organization
Projected economic benefits to the firm
Possible economic risks associated with the programmes.

22. The Computer and Personnel
Payroll
Timekeeping
Taxes
Increases etc.
Personnel
Skills
Education
Interests etc
Fringe benefits
Pensions
Insurance
Medical, etc
Integrated
Computer
system
Procurement
Basic records
Identification of vacancies
Applicant flow ( when applied, source, process,
hiring decision, why rejected etc..
Development- each employee skill profile
Compensation- salary by job, education etc.
Integration- grievance by unit, employee etc.
Maintenance- Govt. reports (accidents,
lost time etc.)
Separation- terminated employee reports
OUTPUTS

23. Standards
It is an established criterion or model against which actual results can be compared.
Results or Standards cover
Time and Cost variables
Method or function
Personnel & Physical factors

24. Controlling the Personnel Unit
STRATEGIC CONTROL POINTS
Procurement
Formal placement follow-up of employee job satisfaction
Development
Quality losses
Compensation
Wage & salary budgets
Integration
Morale surveys
Maintenance
Insurance premiums
Separation
Number of retirees participating in retirement programmes

25. The Personnel Audit & Human Resources Accounting
Systematic survey & analysis of all operative functions of personnel, with a summarized statement of findings and recommendations for correction of deficiencies
Human Resources Accounting
Suppose a major catastrophe wiped out all the human resources in your organization, how long would it take & how much would it cost to replace them.

26. Dimension
Personnel Management
HRM
1. Employment
Contract
Careful delineation of written contracts
Aim to go beyond contract
2. Rules
Importance of devising clear rules
‘Can do’ outlook, Impatience with rule
3. Key Relations
Labour Management
Customer
4. Speed of decision
Slow
Fast
5. Management role
Transaction
Transformational
6. Job design
Division of labor
Team work
7. Respect for
employees
Labor is treated as a tool which is expendable & replaceable.
People are treated as assets to be used for the benefit of an organization, its employees & the society as a whole.
8. Shared interest
Interests of the organization are uppermost
Mutuality of interests

28. Composition of HR / Personnel Department
Director HRM
Manager Manager- Administration Manager-HRD Manager- IR
Personnel
Appraisal T & D
PR Canteen Medical Welfare Transport Legal
HRP Hiring Grievance Handling Compensation

29. Put True / False in the blank space given below:
___ Labour must be classified with capital and land according to the Mechanical Approach.
___ Changing Mix of the Work force is a challenge of modern personnel management.
___ Management role in HRM is transactional & not transformational.

30. Match the term with its appropriate definition
Personnel Management
Standard
Personnel Audit
Systematic survey & analysis of all operative functions of personnel, with a summarized statement of findings and recommendations for correction of deficiencies
The planning, organizing, directing and controlling Of the procurement, development, compensation, integration, maintenance & separation of human resources to the end that individual, organizational, and societal objectives are accomplished.
It is an established criterion or model against which actual results can be compared.

31. Thank You